But peripherals remained the largest share of the company’s revenue and earnings, and Jorge had led that division for close to 10 years, with great success.

In the early 2000s, it got out of the PC business because the founders realized it couldn’t compete with Dell and other firms. Founded in the early 1980s, Eagle Electronics originally derived its revenue exclusively from the manufacture and sale of personal computers and peripheral devices. She didn’t completely disagree with the facts as he’d laid them out. Jorge was well-known in their industry, and she imagined it was only a matter of time before he shared his opinions more widely. Given how formal the email was, she couldn’t believe he hadn’t cc’d anyone. My division needs $300 million over the next three years, and continued investment after that, to remain competitive. My best customers are running to the competition, as are some of my top employees. My unit has long been known for selling good products at fair prices and offering top-quality service and support. Nonetheless, by harvesting cash flow from my unit to lavish funding on your pet projects, I believe you have endangered Eagle’s future. The Disruptive Initiative has repositioned us in the tech sector, and our stock price has increased significantly. The board gave you a mandate to revitalize the company, and you’ve instilled the entrepreneurial spirit we sorely needed.

Jorge Martinez, the president of Eagle’s largest and most profitable division, had written: Alone in her office at the end of a long day, Sarah, the CEO of Eagle Electronics, opened up her laptop to read it again. It was the tone of the email that bothered Sarah Chan the most.

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